Monday, May 26, 2014

ITIL Processes

IT Infrastructure Library (V3 / 2011) - Stages -> Processes -> Sub-Processes:

Fig-1: ITIL Life Cycle

(I) Service Stages [5]
(II) Processes [37]
(III) Sub-Processes [116]
Service Strategy
Strategy Management for IT Services
Strategic Service Assessment
Service Strategy Definition
Service Strategy Execution
Service Portfolio Management
Define and Analyze new or changed Services
Approve new or changed Services
Service Portfolio Review
Financial Management for IT Services
Financial Management Support
Financial Planning
Financial Analysis and Reporting
Service Invoicing
Demand Management
Business Relationship Management
Maintain Customer Relationships
Identify Service Requirements
Sign up Customers to Standard Services
Customer Satisfaction Survey
Handle Customer Complaints
Monitor Customer Complaints
Service Design
Design Coordination
Design Coordination Support
Service Design Planning
Service Design Coordination and Monitoring
Technical and Organizational Service Design
Service Design Review and RFC Submission
Service Catalogue Management
Service Level Management
Maintenance of the SLM Framework
Identification of Service Requirements
Agreements Sign-Off and Service Activation
Service Level Monitoring and Reporting
Risk Management
Risk Management Support
Business Impact and Risk Analysis
Assessment of Required Risk Mitigation
Risk Monitoring
Capacity Management
Business Capacity Management
Service Capacity Management
Component Capacity Management
Capacity Management Reporting
Availability Management
Design Services for Availability
Availability Testing
Availability Monitoring and Reporting
IT Service Continuity Management
ITSCM Support
Design Services for Continuity
ITSCM Training and Testing
ITSCM Review
Information Security Management
Design of Security Controls
Security Testing
Management of Security Incidents
Security Review
Compliance Management
Compliance Register
Compliance Review
Enterprise Policies and Regulations
Architecture Management
Supplier Management
Providing the Supplier Management Framework
Evaluation of new Suppliers and Contracts
Establishing new Suppliers and Contracts
Processing of Standard Orders
Supplier and Contract Review
Contract Renewal or Termination
Service Transition
Change Management
Change Management Support
Assessment of Change Proposals
RFC Logging and Review
Assessment and Implementation of Emergency Changes
Change Assessment by the Change Manager
Change Assessment by the CAB
Change Scheduling and Build Authorization
Change Deployment Authorization
Minor Change Deployment
Post Implementation Review and Change Closure
Change Evaluation
Change Evaluation prior to Planning
Change Evaluation prior to Build
Change Evaluation prior to Deployment
Change Evaluation after Deployment
Project Management (Transition Planning and Support)
Project Initiation
Project Planning and Coordination
Project Control
Project Reporting and Communication
Application Development
Release and Deployment Management
Release Management Support
Release Planning
Release Build
Release Deployment
Early Life Support
Release Closure
Service Validation and Testing
Test Model Definition
Release Component Acquisition
Release Test
Service Acceptance Testing
Service Asset and Configuration Management
Configuration Identification
Configuration Control
Configuration Verification and Audit
Knowledge Management
Service Operation
Event Management
Maintenance of Event Monitoring Mechanisms and Rules
Event Filtering and 1st Level Correlation
2nd Level Correlation and Response Selection
Event Review and Closure
Incident Management
Incident Management Support
Incident Logging and Categorization
Immediate Incident Resolution by 1st Level Support
Incident Resolution by 2nd Level Support
Handling of Major Incidents
Incident Monitoring and Escalation
Incident Closure and Evaluation
Pro-Active User Information
Incident Management Reporting
Request Fulfilment
Request Fulfilment Support
Request Logging and Categorization
Request Model Execution
Request Monitoring and Escalation
Request Closure and Evaluation
Access Management
Maintenance of Catalogue of User Roles and Access Profiles
Processing of User Access Requests
Problem Management
Proactive Problem Identification
Problem Categorization and Prioritization
Problem Diagnosis and Resolution
Problem and Error Control
Problem Closure and Evaluation
Major Problem Review
Problem Management Reporting
IT Operations Control
Facilities Management
Application Management
Technical Management
Continual Service Improvement
Service Review
Process Evaluation
Process Management Support
Process Benchmarking
Process Maturity Assessment
Process Audit
Process Control and Review
Definition of CSI Initiatives
Monitoring of CSI Initiatives

 Fig-2: ITIL Service Support Desk

 Fig-3: How to work with a service desk

Fig-4: ITIL Software Development Life cycle

Prince 2 Overview

What is PRINCE2?

PRojects IN Controlled Environment [PRINCE2] is a non-proprietary method used extensively in more than 150 countries around the world, and its take-up grows daily. It is widely considered as the leading method in project management, with in excess of 20,000 organizations already benefiting from its pioneering and trusted approach. This is largely due to the fact that PRINCE2 is truly generic: it can be applied to any project regardless of scale, type, organization, geography or culture.
PRINCE2 comprises a set of principles; a set of control themes, a process lifecycle and guidance on matching the method to the project’s environment (see Figure 1). PRINCE2 provides a process model for managing a project. This consists of a set of activities that are required to direct, manage and deliver a project.

Benefits of PRINCE2

PRINCE2 provides the following benefits:

  • PRINCE2 can be applied to any type of project
  • It provides a common vocabulary and approach
  • PRINCE2 integrates easily with industry-specific models
  • The product focus clarifies for all parties what the project will deliver to agreed quality standards
  • PRINCE2 applies ‘management by exception’ providing efficient use of senior management time
  • It ensures a focus on the continuing viability of the project
  • It provides explicit definitions of roles and responsibilities so that everyone understands what


The PRINCE2 principles are the guiding obligations for good practice that a project should follow if it is using PRINCE2. These are derived from lessons, both good and bad, that have affected project success.
The principles provide a framework of good practice for those people involved in a project – ensuring that the method is not applied in an overly prescriptive way or in name only, but applied in a way sufficient to contribute to the success of the project.

Figure 1 Structure of Prince 2

Continued business justification
A PRINCE2 project has continued business justification
Learn from experience
PRINCE2 project teams learn from previous experience (lessons are sought, recorded and acted upon throughout the life of the project)
Defined roles and responsibilities
A PRINCE2 project has defined and agreed roles and responsibilities with an organizational structure that engages the business, user and supplier stakeholder interests
Manage by stages
A PRINCE2 project is planned, monitored and controlled on a stage-by-stage basis
Manage by exception
A PRINCE2 project has defined tolerances for each project objective to establish limits of delegated authority
Focus on products
A PRINCE2 project focuses on the definition and delivery of products, in particular their quality requirements
Tailor to suit the project environment
PRINCE2 is tailored to suit the project’s size, environment, complexity, importance, capability and risk


The PRINCE2 themes are those aspects of project management that need to be addressed continually throughout the project lifecycle (i.e. not once only). They provide guidance on how the process should be performed. For example, numerous processes in PRINCE2 involve creating or approving plans and explanatory guidance on this can be found in the plans theme.

The set of PRINCE2 themes describes:
·         How baselines for benefits, risks, scope, quality, cost and time are established (in the Business Case, quality and plans themes)
·         How the project management team monitors and controls the work as the project progresses (in the progress, quality, change and risk themes).
The organization theme supports the other themes with a structure of roles and responsibilities with clear paths for delegation and escalation.

 Questions answered by the theme
Business Case
 How? How much? When?
 What if?
 What’s the impact?
 Where are we now? Where are we going? Should we carry on?


Figure 2 Prince 2 Process Model

PRINCE2 provides a process model for managing a project. This consists of a set of activities that are required to direct, manage and deliver a project.
Starting up a Project:  Covers the pre-project activities required to commission the project and to gain commitment from corporate or programme management to invest in project initiation by answering the question: ‘Do we have a viable and worthwhile project?’
Directing a Project:  Describes the Project Board’s activities in exercising overall project control. The activities focus on the decision making necessary for Project Board members to fulfil their accountabilities successfully while delegating the day-today management of the project to the Project Manager.
Initiating a Project:  Describes the activities the Project Manager must lead in order to establish the project on a sound foundation. Every PRINCE2 project has an initiation stage. The key deliverable from this stage is the Project Initiation Documentation, which includes an overall Project Plan and defines baselines for the six project performance targets of time, cost, quality, scope, risk and benefits.
Managing a Stage Boundary:  Describes the activities the Project Manager must undertake to provide the Project Board with sufficient information to enable it to review the success of the current stage, approve the next Stage Plan, review the updated Project Plan and confirm continued business justification and acceptability of the risks.
Controlling a Stage:  Describes how the Project Manager manages the project execution/delivery activity during a stage, and reports progress and exceptions to the Project Board.
Managing Product Delivery:  Addresses the Team Manager’s role in supervising the detailed work of creating the project’s products and provides the link between the Project Manager and the teams undertaking the project work.
Closing a Project:  Describes the closure activity towards the end of the final stage of the project. The Project Manager leads the process which provides for an orderly decommissioning, including any remaining project acceptance and handover requirements.

The project environment

It is a PRINCE2 principle that the method must be tailored to suit the particular project context.
Tailoring refers to the measures taken to apply the method properly to an individual project, ensuring that the amount of governance, planning and control is appropriate – neither too burdensome for a simple project nor too informal for a large or complex project.

The adoption of PRINCE2 across an organization is known as embedding.

Embedding (done by the organization to adopt PRINCE2)
Tailoring (done by the project management team to adapt the method to the context of a specific project)
Focus on:
Focus on:
·         Process responsibilities
·         Scaling rules/guidance (e.g. score card)
·         Standards (templates, definitions)
·         Training and development
·         Integration with business processes
·         Tools
·         Process assurance
·         Adapting the themes (through the strategies and controls)
·         Incorporating specific terms/language
·         Revising the Product Descriptions for the management products
·         Revising the role descriptions for the PRINCE2 project roles
·         Adjusting the processes to match the above